TY - GEN
T1 - CHANGE MANAGEMENT FORCES AT WORK DURING LEAN SIX SIGMA DEPLOYMENT
AU - Vermeulen, Andre
AU - Pretorius, Jan Harm
AU - Tshavhuyo Sesane, T.
N1 - Publisher Copyright:
© American Society for Engineering Management, 2021
PY - 2021
Y1 - 2021
N2 - The implementation of Lean Six Sigma was reported to be increasing globally, as many companies seek to achieve excellence in operations (Antony, 2011). Lean Six Sigma (LSS) was defined as a business performance improvement strategy by Antony (2002). Despite the popularity of LSS methodology and its recognised benefits, the methodology has proven to be one of the processes that are the least sustained (Pillet & Maire, 2008). The strategy process defines the direction of the company while the implementation creates the future. Snee (2010) observed the failure of improvement programmes to be associated with poor implementation. Hrebiniak (2006) found failure to effectively manage change and defeat resistance to change to be highest ranking obstacle that can decrease the ability to execute the strategy. The radical change of practices associated with LSS was found to be amongst some of the probable reasons creating difficulty in sustaining LSS implementations. This paper's objective is to identify the change management factors responsible for moving the process both forward and/or backward during the LSS implementation process. The research also purposed to expand the body of knowledge on factors affecting the sustainability of LSS. The information from this research from the research could help to provide knowledge on the types of sustainability possible in LSS implementation and the factors required to be in place for sustainability to be possible. Positive feedback was received in terms of measures of LSS sustainability. Noted is the of the predictors for LSS sustainability received generally high scoring. The findings of the research survey confirmed that majority of enabling factors were observed to be often present in the case companies. This included (i) employees' support and involvement, and changes in Six Sigma to Lean Six-Sigma, (ii) except for comprehensive employee training and education, effective frequent and bi-directional communication, measurement and monitoring of results, correct selection of LSS tools.
AB - The implementation of Lean Six Sigma was reported to be increasing globally, as many companies seek to achieve excellence in operations (Antony, 2011). Lean Six Sigma (LSS) was defined as a business performance improvement strategy by Antony (2002). Despite the popularity of LSS methodology and its recognised benefits, the methodology has proven to be one of the processes that are the least sustained (Pillet & Maire, 2008). The strategy process defines the direction of the company while the implementation creates the future. Snee (2010) observed the failure of improvement programmes to be associated with poor implementation. Hrebiniak (2006) found failure to effectively manage change and defeat resistance to change to be highest ranking obstacle that can decrease the ability to execute the strategy. The radical change of practices associated with LSS was found to be amongst some of the probable reasons creating difficulty in sustaining LSS implementations. This paper's objective is to identify the change management factors responsible for moving the process both forward and/or backward during the LSS implementation process. The research also purposed to expand the body of knowledge on factors affecting the sustainability of LSS. The information from this research from the research could help to provide knowledge on the types of sustainability possible in LSS implementation and the factors required to be in place for sustainability to be possible. Positive feedback was received in terms of measures of LSS sustainability. Noted is the of the predictors for LSS sustainability received generally high scoring. The findings of the research survey confirmed that majority of enabling factors were observed to be often present in the case companies. This included (i) employees' support and involvement, and changes in Six Sigma to Lean Six-Sigma, (ii) except for comprehensive employee training and education, effective frequent and bi-directional communication, measurement and monitoring of results, correct selection of LSS tools.
KW - Change management forces
KW - Implementation strategy
KW - Lean Six Sigma
KW - Sustainability
UR - http://www.scopus.com/inward/record.url?scp=85124415468&partnerID=8YFLogxK
M3 - Conference contribution
AN - SCOPUS:85124415468
T3 - 2021 ASEM Virtual International Annual Conference "Engineering Management and The New Normal"
SP - 200
EP - 207
BT - 2021 ASEM Virtual International Annual Conference "Engineering Management and The New Normal"
PB - American Society for Engineering Management
T2 - 42nd International Annual Conference of the American Society for Engineering Management: Engineering Management and The New Normal
Y2 - 27 October 2021 through 30 October 2021
ER -